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Intellectual Capital ROI: A Causal Map of Human Capital Antecedents and Consequents |
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| 100 % |
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This report describes the results of a research study that measured the antecedents and consequents of effective human capital management. The research sample consisted of 76 senior executives from 25 companies in the financial services industry.
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Analysis & assessment | Intellectual capital |
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The Human Factor |
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| 73 % |
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Interview with Nick Bontis, director of the Institute for Intellectual Capital Research Inc., realized by Chuleenan Svetvilas for the webzine IntelligentKM. The main issues of this interviews are the actual state of knowledge management in companies, progress engendered by CKO's hiring, use of tools to acquire knowledge with the perfection of search engine, the resistance of the employees to shared knowledge and main obstacles to be surmounted to lead eventually a good strategy of management of knowledge.
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Organizational culture | Chief knowledge officer | Software & tools | Knowledge sharing | Knowledge management strategy | Intellectual capital |
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Maximizing the Success of Chief Information Officers from Leading Organizations |
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| 58 % |
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Document provided by the US General Accounting Office (GAO) which analyzes six key principles of Knowledge management from leading organizations: Recognize the Role of Information Management in Creating Value ; Position the CIO for Success ; Ensure the Credibility of the CIO Organization ; Measure Success and Demonstrate Results ; Organize Information Resources to Meet Business Needs ; Develop Information Management Human Capital.
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Content management | Chief knowledge officer | Return on investment | Knowledge management strategy | Intellectual capital |
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The Structuration of Organizational Learning |
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| 51 % |
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This document was written by H. Berends, F.K. Boersma and M.P. Weggeman in November 2001 for the Eindhoven Centre for Innovation Studies. The authors define what is organizational learning and shows the relationship between individual learning and organizational learning and links that to the structuration theory of Anthony Giddens.
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Learning | Intellectual capital |
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Special Issue on Knowledge Management |
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| 48 % |
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This issue of the IBM Systems Journal presents ten papers and two essays dealing with the various aspects of managing the knowledge assets of an enterprise: technology, process, and people. Most of the authors suggest that knowledge management goes beyond the capturing, organizing, and retrieving of information and also involves human cognition and intricate social contexts.
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Community of practice | Software & tools | Knowledge management strategy | Networks | Intellectual capital |
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The Knowledge Management Puzzle |
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| 48 % |
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In this article, the authors distinguish the place of knowledge in organizations, and what do creation and communication of knowledge represent. They discuss both research areas and applied techniques that have received insufficient attention in knowledge management. There is also a relation between knowledge and intelligence, highlighting the field of intelligence testing. They conclude that motivation has been established as one of the major sources of failure in adoption of groupware in general.
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Analysis & assessment | Knowledge management strategy | Intellectual capital |
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Entrepreneurial Intelligence: Best Practices in Strategic Competitive Intelligence Development |
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| 48 % |
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Is competitive intelligence a dead concept? The respected author and consultant Ben Gilad thinks so because CI functions that continue to focus so narrowly on competitors will continue to be folded up and endlessly redeployed for decision-support that exists in most business organizations. According to him, there is a need today for an "entrepreneurial" approach to building intelligence systems – which might include an end to calling it "competitive" intelligence.
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Competitive intelligence | Intellectual capital |
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Soft Skills can Save Your Knowledge Management Programs |
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| 42 % |
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This article written by Carole Nicolaides for Knowledgeboard focus on soft skill building as a tool to improve knowledge sharing. Here are some advices to improve the strategy: Start Slowly, Involve Your People From the Start, Hire Expert Help, Use Assessments Tests, Recognize Individual Achievement, Discover the Group’s Soft Skill Identity, Celebrate Their Wins. As the author mentioned, making soft skills development a priority will save your KM program because it focuses the initiative on them.
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Methodology | Knowledge management strategy | Intellectual capital |
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